Psychosocial Risk Management - European Framework: Macro Policy Level

Keywords: psychosocial risk management, work-related stress, workplaceviolence, harassment, bullying, policy

Introduction

The European framework for psychosocial risk management at the work-place (PRIMA-EF) aims at providing a framework to promote policy and prac-tice at national and enterprise level within the European Union (EU). Theneed for such a framework is particularly pressing due to recent EU data in-dicating the high prevalence of psychosocial risks to workers health and anincrease of problems such as work-related stress and workplace violence, ha-rassment and bullying. Work-related psychosocial risks concern aspects ofthe design and management of work and its social and organisational con-texts that have the potential for causing psychological or physical harm.

Aim

PRIMA-EF at the macro level identifies key stages and indicators in the de-velopment of policies for psychosocial risk management. It can be used bypolicy makers in the development of relevant policies, indicators and policyplans to prevent and manage psychosocial risks, work-related stress andworkplace violence, harassment and bullying.

Policy Level Interventions forPsychosocial Risk Management (PRIMA)

Policy level interventions in the area of psychosocial risk management andthe promotion of workers’ health can take various forms. These may in-clude the development of policy and legislation, the specification of bestpractice standards at national or stakeholder levels, the signing of stake-holder agreements towards a common strategy, the signing of declarationsat the European or international levels, often through international organ-isation action, and the promotion of social dialogue and corporate socialresponsibility (CSR). Examples of these policy-level interventions are: • EC law (e.g. European Council Framework Directive on the Introduction

of Measures to Encourage Improvements in the Safety and Health ofWorkers at Work, 89/391/EEC)

• the signing of the framework agreement on work-related stress (2004)and the framework agreement on harassment and violence at work(2007) between EU social partners

• the signing of the Global Plan of Action for Workers’ Health at the 2008WHO World Health Assembly

• ILO initiatives to promote social dialogue on health and safety issues.

www.prima-ef.org

EN 03 PRIMA-EF ISBN 978-88-6230-035-3

PRIMA Stages at Macro Level

Risk and psychosocial health monitoring Risk monitoring can be defined as a systematic examination of activities atmacro level undertaken to consider what causes injury or harm at societallevel. This information is used to determine which psychosocial hazards af-fect the health of significant groups of those exposed to them. Bringing to-gether the information on psychosocial hazards and their possible healtheffects allows the identification of likely societal risk factors.

Policy audits to understand underlying causesBefore action can be sensibly planned, it is necessary to analyse what pol-icy measures are already in place to deal with psychosocial hazards andtheir effects on organisations and the working population. This analysis re-quires a policy audit (review, analysis and critical evaluation) of existingpolicy practices and dialogue with social partners. All this information feedsforward to the process of translation: discussing and exploring the risk mon-itoring data to allow the development of a policy plan for risk reduction.

The development of policy plansKnowledge generated by risk monitoring and policy audits is used to de-velop a policy plan: the translation of the monitoring information into a rea-sonable and practical policy plan to reduce risk. The development of thepolicy plan involves deciding on: what is being targeted, how and bywhom, who else needs to be involved, what the time schedule will be, what

resources will be required, what will be the expected benefits and how theycan be measured, and how the plan will be evaluated. Again, it requires di-alogue with key stakeholders, especially the social partners.

The implementation of policy plans to achieve risk reductionThe policy plan should then be implemented as planned. Essentially it is asocietal development process. The implementation of the policy plan needsto be systematically monitored and reviewed to identify where necessarycorrective action should be taken. Ownership by and participation of keystakeholders are essential in the policy implementation process as well. Themore ownership and involvement of the social partners and other key stake-holders (e.g. social security agencies, health care organisations and insur-ers) is developed, the more likely it is that the policy plan will be realised andrisk reduction will be achieved.

Evaluation of the policy planThe process of implementation as well as the outcomes of the policy planshould be evaluated. The indicators mentioned overleaf might be of help.Evaluation must consider a wide variety of different types of information anddraw it from a number of different but relevant perspectives. The results ofthe evaluation should allow the strengths and weaknesses of both the policyplan and the implementation process to be assessed. They should providethe basis for societal learning. Evaluation should be carried out periodically.Lessons learned should be explicitly identified and communicated.

© 2008 Prima-ef Consortium

Societal learningPolicy bodies should use the evaluation to establish a vehicle for continu-ous improvement and as the basis for sharing and communicating learn-ing points that may be of use in future risk policies, but also for theinteraction with other policy areas (e.g. economic development or publichealth policies). A long-term orientation is essential and should beadopted. Lessons learned should be communicated to a wider audience,especially to external (non traditional occupational health and safety stake-holders). Finally they should be used as input for the ‘next cycle’ of thepsychosocial risk management policy process.

Outcomes of the psychosocial risk management policy processIn essence, policies on psychosocial risk management are closely related topolicies for to the promotion of economic development, especially with aview on the emerging knowledge society. A healthy workforce and healthyorganisations are key for the optimum use of human and social capital, andso for a vital economy. It will help increasing productivity, fostering innova-tion, improving economic performance, improving public health (includingreductions in health care costs), improving the functioning of the labour mar-ket (including strengthening of associated social security arrangements andsocial inclusion impacts). In EU policy terms: it should be a cornerstone inthe Lisbon Agenda policy.

More Information

www.prima-ef.orgLEKA, S., COX, T. (Eds.). The European Framework for Psychosocial RiskManagement: PRIMA-EF. I-WHO Publications, Nottingham, 2008. ISBN978-0-9554365-2-9.LEKA, S., COX, T. (Eds.). PRIMA-EF: Guidance on the European Frameworkfor Psychosocial Risk Management. WHO, Geneva, 2008. Available at:www.prima-ef.org

Contact

Dr Stavroula LekaInstitute of Work, Health & Organisations, University of Nottingham,

Level B International House, Jubilee Campus, Wollaton Road, NottinghamNG8 1BB, UKT. +44 (0)115 8466662 F. +44 (0)115 8466625E. Stavroula.Leka@nottingham.ac.uk

Professor dr Gerard ZwetslootTNO Work & Employment [and special professor at I-WHO, University ofNottingham]P.O. Box 718, NL 2130 – AS, Hoofddorp, NetherlandsT. + 31 23 554 9449 F. + 31 23 554 9303 E. gerard.zwetsloot@tno.nl

Indicators for psychosocial risk management at work – Macro level

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Integration into government policy Availability of governmental programmes to promote or stimulate psychosocial risk management in enterprises.Availability of services and adequately trained experts (in the country) to support organisations to manage psy-chosocial risks.Availability of financial incentives to take preventive measures on psychosocial issues, especially for SMEs.

Integration into policies ofemployers’ organisations,and business organisations

Percentage of enterprises committing themselves to psychosocial risk management.Number of industrial sectors committing themselves at sector level to tackle psychosocial risks.Guidance developed by employers and business organisations on psychosocial risk management.

Integration into unions’ policy Number of workers’ representatives, educated in psychosocial risk management.Guidance developed by unions on psychosocial risk management.

Integration into dialogue withcivil society and messagesfrom mass media

Frequency of mass media attention to psychosocial risks/issues at work.Number of collective agreements that address psychosocial risk management.Level of national (tripartite) social dialogue on psychosocial risk management and workplace mental health pro-motion.Number of (and new types of) stakeholders involved in psychosocial risk management.

Integration into educationand training

Mainstreaming psychosocial risk awareness raising into primary and secondary education.Percentage of Business Schools and other schools providing training and education modules on psychosocialrisk management.Continuous professional development courses offered by employers or business associations addressing psy-chosocial risk management.Continuous professional development courses offered by unions addressing psychosocial risk management.Continuous professional development courses offered by governments and health and safety bodies address-ing psychosocial risk management.Training offered at health and safety inspectors on psychosocial risk management.

Key stakeholders involved inpsychosocial risk management

Social security organisations (public or private) involved in prevention of psychosocial risks (via dedicated pro-grammes).Frequency of partnerships (or sponsorships) between enterprises and mental health care organisations and/orpatient organisations.Number of enterprises practising psychosocial risk management and workplace mental health promotion.

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